Break Ideas Down, Get them Done

When you're trying to sell an idea, you have as easy time of it, it seems, compared to trying to get it done. Why is that? Probably because you have way more ideas than you can ever hope to get done, and coming up with them, pitching them, is kind of fun.

Most overwhelm sets in when you're trying to get an idea done.

It may come from going from conceptualization to realization in one linear swoop, needing to enroll the rest of the people who will be working alongside
you to make the idea happen, and generally marshaling resources within forecast time frames.

The complications that thus arise -- timing is off because something you did not anticipate happens, the new partner you hoped to bring on board is taking a few extra days to respond, your team is not aligning behind the project -- may be the symptoms that you need to re-evaluate your idea.

Break it down

Ask yourself:

What does your idea come down to? What are the parts? How do they fit back together in a new combination?

Do you need more information before you start chipping away at execution? How much more do you really need? How can you gather information in a way that funnels it into your project without distracting you?

Does the idea need further vetting, or does your motivation need further scrutiny?

What are stages of done? Can you break them down to be small enough to withstand the non linear nature of dependence on external factors and not too much as to get lost in needless tasks?

Comments

Hi Tim,

Agree, the whole point of life is to say something appropriate ( old buddhist saying - I think).

But that's not what Seth is saying- he literally demonizes resistance as a concept and elevate action to a virtue. The interesting thing is that we don't tend to exercise restraint when it comes to virtues - the sure path to failure as you say.

But Valeria's point is not Seths. As she once pointed out to me the lie is often in the question - Seth makes this point well.

Peter: You lost me half way thru, but I understand your point. I think what's important with Seth's (and anyone for that matter) ideas is that you know when to apply them. Painting everything with the same broad brush is a sure path to failure, but that doesn't necessarily diminish the message.

Just because something is obvious doesn't mean it's true. Failure in business is as much attributed to action as inaction (resistance).

What we need to fight against is not "resistance" but poor judgement ( to which you speak).

The notion of "fighting" resistance re-enforces poor judgement by giving "action" moral superiority in the conceptual battle between these two primary forces of direction.

But this is no co-incidence- change sells. As you know there ia a whole industry of consultants, experts and writer who have what can only be described as religious faith in "change". You know the high priests.

The curious thing is that the "change" industry has become a form of resistance. An obstacle that directs business leader's to think about how thing's "come to be" in a peverse kind of way.

Personally I think the bias to change is motivated by a profound disassociation with the ways things happen in nature or otherwise a shameful exploitation of people's fears.

But this is not your point. Yours is to focus on all the elements that have to be aligned of stuff to happen or not happen as the case may be - to practice mindfulness and then critical thought. This is at the heart of judgement.

Otherwise, its like planting a seed and not noticing there is snow on the ground.